Ian Wallis:How HR is Helping to Level Up Data Literacy Levels at HMRC

Ian Wallis, Deputy Director, People, Analytics and Insight for HM
Revenue and Customs, talks about his new book and how organizations
can use data-driven insights to better serve their HR functions

The success of an organization depends on the people who work in
it. But while data analytics is becoming central to many business
functions, most companies could be doing more to use data-driven
insights to enhance their HR departments.


This week’sBusiness of Data podcast guest, Ian Wallis, Deputy
Director, People Analytics and Insight for the UK’s HM Revenue
and Customs (HMRC) department, specializes in exactly that. He
believes people analytics is a “great, untapped way” to transform
organizations and drive better CX through more engaged employees.


“Getting the most out of our staff falls into my domain,” Wallis
says. “Anything I can do to improve their experience ultimately
leads to a difference for our customers.”
Helping Staff to Harness the Power of Data

Wallis argues that executives don’t typically appreciate that HR
is at the heart of a business’ operations. As a result, people
analytics is still an underrated discipline in modern business.


“Looking at HR through the employee lens, there's a very direct
relationship between good customer experiences and engaged,
well-trained employees who are equipped for their roles,” Wallis
says.


To ensure its staff have the skills they need, Wallis helped HMRC
to develop a voluntary information literacy program for its
65,000 employees. The program covers topics including why GDPR
matters, how to deliver analytics and what data ownership is.


“We’re living in an information literacy era and people need to
be comfortable using information in their daily tasks,” he quips.
“That’s a philosophy we’re trying to embed.”
Ensuring Continuity and Retaining Data Talent

After more than 30 years working in data analytics, Wallis
recently published Data Strategy: From Definition to Execution, a
book sharing his experiences in planning, developing and
implementing data strategies. In it, Wallace argues that a key
issue when working with in-demand skills is ensuring a sense of
continuity as employees come and go.


“It becomes important to entrench a level of understanding beyond
a few people,” he says. “One of the themes I cover in the book is
the importance of building bridges with stakeholders to have a
common understanding, and then linking the corporate strategy to
the data strategy, so that it's not only enduring but also
perfectly aligned.”


Considering his own career, Wallis says one of the best ways to
retain and develop talent is by creating opportunities for
lateral career moves.


“I’ve built a number of analytics and insight teams from
scratch,” he says. “Here at HMRC, there are 14 of us that span
everything from master data, data governance and data quality,
all the way through to touching on data science.”


“There are great opportunities to move sideways and broaden your
career,” he says. “It makes you a well-rounded employee, allowing
you to learn how this broad spectrum comes together.”
Key Takeaways


Encourage employee growth and career
development. Fulfilled employees deliver better
customer experiences


HR is an underutilized resource. Partnering
with HR to roll-out data literacy initiatives can help to drive
business transformation efforts


Provide opportunities for lateral career
movement to retain valuable data and analytics talent